This strategic plan outlines goals and strategies for the University of Hard Knox Golf Club for 2010-2012. The plan was created by Midwest Golf, the club's management company. Key points include renovating and expanding the clubhouse and course facilities, increasing membership and green fees, and implementing a marketing strategy to attract more events and diversify revenue streams. Capital expenditures are projected to exceed $7 million over the next few years. Operational goals include improving irrigation, rebuilding bunkers and tees, and upgrading technology and equipment. Financial targets include growing rounds, lessons, merchandise and food & beverage sales annually.

1. Tyler Chilson, PGA
General Manager
Timothy Trefts, PGA
Director of Golf Operations
Gabe Hearn
Director of Food & Beverage Operations
Jacob Bowman
Director of Sales & Marketing
Steven Sykes
Director of Agronomy
MidwestGolf
management
UNIVERSITY OF HARD KNOX GOLF CLUB
Strategic Plan 2010-2012
University of Hard Knox Golf Club 224 Club Drive Chicago, IL 60187 (960)-554-3672 www.hardknoxgolfclub.com

2. 2
TABLE OF CONTENTS
PREAMBLE……………………………………………………………………………….....3
EXECUTIVE SUMMARY……………………………………………………………………4
COMPANY DESCRIPTION…………………………………………………………………6
MANAGEMENT……………………………………………………………………………..7
MISSION STATEMENT…………………………………………………………………….8
MARKETING ANALYSIS……………………………………………………………………9
SITUATIONAL REVIEW…………………………………………………………………10
GOALS……………………………………………………………………………………….11
OBJECTIVES & ACTION PLAN………………………………………………………….12
RATES & MEMBERSHIP………………………………………………………………….15
STRATEGY STATEMENT…………………………………………………………………16
STRATEGIC BUDGET……………………………………………………………………..16
SALARIES & WAGES BUDGET…………………………………………………………..19

3. 3
PREAMBLE
The board has reviewed and up-dated The Hard Knox Golf Club’s strategic plan for the next five years.
The plan should continue to be reviewed by the current board and by future Boards as circumstances and
new priorities change. However, it is important for our company to build upon the foundation we have
created and set some long-term goals, which provide a framework and point of reference in planning for
our future.
In doing so, the Club’s vision and mission statements have been re-created to encompass the Club’s
purpose and objectives for the future.
A vision is future-oriented and identifies what the Club is all about, it’s purpose for being, and where the
club is heading. The mission statement is a broad description of a Club’s fundamental purpose, and also
serves as a motivational piece for the paid and unpaid workers within the Club to “come to work” for The
Hard Knox Golf Club.
The strategic plan gives our organization focus, coherence and a point of reference when defining our
future direction. It provides our Club with an opportunity for developing a gap analysis, which identifies
what our Club needs to do in order to achieve our goals and objectives. The objectives provide the basis
for the annual business plan, which is an essential tool for the Board and Management, as lays out a
detailed action plan for the Club in order to achieve it’s goals and objectives.
It is against these actions and the related objectives that the Club’s performance at both governance and
management levels should be measured and assessed. They provide the disciplines, which should
underpin all our decisions and operations.
The Board is pleased to present the Strategic Plan and is grateful for the input received from past and
present Board and Committee members and staff.
Tyler Chilson
General Manager
2010

4. 4
EXECUTIVE SUMMARY
This plan outlines the goals and strategies we intend to implement for the University of Hard Knox Golf
Club. Midwest Golf started management at one facility in 1995 and has since grown to become one of the
largest golf club management companies in the Midwest. Our goal is to create extraordinary guest and
member experiences through personalized service, consistency, and uncompromising attention to detail.
We want to exceed your expectations every time you’re at one of our facilities. Our executives are
comprised of the most knowledgeable and experienced in the industry. We hand-select each of our team
members through an extensive training and selection process. Our vision at Midwest Golf is to enhance
the “University Golf Experience” by continuously improving amenities and services to achieve the highest
value for our members and guests. Our mission is to consistently provide superior course conditions and
phenomenal customer service, The University of Hard Knox Golf Club provides our members and guests
the premier “University Golf Experience” in the country. Out of the 23 golf courses in the local area that
were surveyed the Earth and Wind Courses are number one and four respectively and the most frequently
played courses. Our core customer is 34-59 with a household income of 100,000 to 249,999. We will be
offering a membership program where we offer different levels of memberships. To retain new customers
we are going to institute a loyalty program. We will utilize our Jonas Golf Management system to track
rounds. Our marketing and promotions department main focus will be on course and clubhouse
renovations, the upcoming Big 10 college championship and the grand re-opening bonanza. Some of our
short-term operational goals include: The destruction of the existing clubhouse – contract new clubhouse
plans (accept bid). Contract out a trailer for our temporary golf shop. Contract out a “food truck” offering
a variety of food and beverage options for year 1. Begin Earth Course drainage and irrigation renovations.
Some of our mid-term operational goals include the rebuilding of existing bunkers, and add additional
bunkering to the Earth Course. Our maintenance staff will continue the irrigation and drainage
renovation. Our maintenance staff will continue rebuilding and leveling tees on the back nine. Apply for a
liquor license (to serve food at the bar, and beverages both inside and outside). Some of our long-term
operational goals include: Future funding to invest in a new fleet of golf carts. Our maintenance staff will
conclude its irrigation and drainage renovations. Our maintenance staff will conclude its tee box
renovations on the Earth Course. We will produce and implement a marketing plan with the goal of
strengthening and diversifying club revenue streams from members, guests, corporate outings, weddings,
food and beverage, grants and better use of existing assets. Develop banquet/catering packages,
tournament packages, etc. Produce and implement a financial plan that sets complementary targets for
club indebtedness, liquidity and business unit profitability. Our management staff will review the
existing Club Constitution; produce Club By-laws and Policy & Procedures Manual to support the
Constitution and Strategic Plan. We will implement and manage the machinery upgrade and replacement
plan for the maintenance facility and implement Course Development/Renovation Plan for the Earth
Course. We will contract a “food truck” while clubhouse undergoes refurbishment in year 1, apply for a
liquor license (through the state of Illinois). We will maintain proper staffing for excellent service levels,
and superior food & beverage quality. We will provide both a “fast food” and “casual/fine dining”
experience, with quick service menu items as well as casual/fine dining menu items to provide a full-circle
dining experience. Produce clubhouse maintenance and refurbishment plan. We will produce clubhouse
long-term development plan (approx. 20,000 sq. ft.). Clubhouse renovations will include a 7,000 sq. ft.
banquet hall for catering and events. Practice Facility renovations include: Enlarging and leveling tee,
restructure netting. The golf shop will be located inside of our beautiful regal 20,000 sq. ft. clubhouse
(approx. 5,000 sq. ft. of merchandise space). We plan to increase daily green fee takings for the Earth
Course by 25% annually after year 1 renovations. We will develop an open-to-buy merchandise account to
bring in new products from a variety of vendors. We plan to utilize the Jonas Golf Management Software
to build customer database and implement “Loyalty” programs, rewarding loyal customers with F&B,
Merchandise discounts, etc.
We will upgrade golf management software; purchase Jonas Golf Management System including
programs such as Club management, Food & Beverage, Pro Shop, Accounting, Reporting Systems, and
Payroll Solutions. We will implement a rate structure for both courses including renovation rates for the

5. 5
Earth Course only effective April 1, 2010 to October 31, 2010. This rate includes our “Chip Shot” lunch
(Deli sandwich, chips, and a drink). Family rates are only available for the Wind Course. This is a group
rate that includes “one” family, valid after 2pm everyday. Our rack rates for the Earth Course will range
from our $40 “Member” rate to our weekend “Rack” rate of $80. Our rates for the Wind Course range
from $20 for our “Member” rate, to our “Family” rate of $55 on the weekends. Our “Knox Club
Membership” starts at $419 a year, with greens starting at $40 for the Earth Course, and $20 for the
Wind Course. Our “University Club Membership” will start at $299 and will be entitled to the same
“Member” rates. According to our Strategic Budget, our rounds will increase 6% each year, Rates for the
Earth Course will increase 25% after the renovation period, Lessons will increase 3% from year to year,
Merchandise sales will increase 5% from year to year, and Food & Beverage sales will increase 3% from
year to year. Our capital expenditures will exceed $7 million. Our Salaries and Wages for our Maintenance
Department will exceed $600,000 for year 1.

6. 6
COMPANY DESCRIPTION
Midwest Golf started management at one facility in 1995 and has since grown to become one of the
largest golf club management companies in the Midwest. Founded by CEO Chip Brewer, Midwest Golf has
built its success one client at a time, by listening to and understanding the challenges our client’s face, by
utilizing our resources to implement a customized plan to overcome those challenges. All of this is done
from a foundation of providing the best talent and resources in the industry, by outworking our
competition, and by cultivating relationships with our clients.
Midwest Golf is a third party manager that does not own or lease any of the properties we provide
services to. We focus on one primary division – Daily Fee, Semi-Private, and Resort facilities throughout
the Midwest region. Our primary division is supported by 7 corporate departments – Golf Operations,
Agronomy, Food & Beverage, Sales and Marketing, Human Resources, Procurement, and
Finance/Accounting.
These resources combined with over a decade of experience operating a myriad of daily fee, semi-private,
and resort operations in the Midwest region, have given Midwest Golf the opportunity to develop the
strategies and talent that allow our clients to excel in the competitive world of golf and club operations.
Play on the finest playing surfaces, experience incredible guest service, enjoy unmatched amenities and
take pleasure in exquisite dining. Experience Midwest Golf at some of the greatest properties in the
world.
Our goal is to create extraordinary guest and member experiences through personalized service,
consistency, and uncompromising attention to detail. We want to exceed your expectations every time
you’re at one of our facilities.
MidwestGolf
management

7. 7
MANAGEMENT
Our executives are comprised of the most knowledgeable and experienced in the industry. We hand-select each of
our team members through an extensive training and selection process.
Tyler
Chilson,
PGA
General
Manager
-­‐
Having
been
in
the
golf
industry
for
over
ten
years,
Mr.
Chilson
brings
a
variety
of
operational
experience
to
this
team.
He
is
known
for
his
exemplary
skill
set,
and
phenomenal
leadership.
Timothy
Trefts,
PGA
Director
of
Golf
Operations
-­‐
Mr.
Trefts
has
been
ranked
amongst
the
“Top
100”
Golf
Instructors
in
the
country.
He
possess
a
vast
knowledge
of
the
golf
swing,
and
is
a
seasoned
veteran
in
golf
operations,
having
operated
other
facilities
in
the
Chicago
area.
Gabe
Hearn
Director
of
Food
&
Beverage
Operations
-­‐
Having
spent
most
of
his
career
operating
the
food
and
beverage
department
at
The
Ritz
Carlton
Resort
in
downtown
Chicago,
Mr.
Hearn
is
well
experienced
in
the
food
and
beverage
industry.
Known
for
implementing
strategic
insight.
Jacob
Bowman
Director
of
Sales
&
Marketing
-­‐
Mr.
Bowman
is
a
graduate
of
The
University
of
Arizona’s
Eller
School
of
Management,
with
a
Master’s
Degree
in
Marketing.
He
brings
a
vast
knowledge
of
marketing
strategy
and
implementation
procedures
to
the
team.
Steven
Sykes
Director
of
Agronomy
-­‐
Mr.
Sykes
is
a
graduate
of
the
prestigious
Harvard
Turf
Management
School,
with
a
Master’s
Degree
in
Turf
Science.
He
has
over
a
decade
of
experience
as
the
Director
of
Agronomy
at
our
flagship
property
Tuscan
Hills,
awarded
“Top
100
Course’s
in
America”
by
Golf
Digest.

8. 8
OUR VISION
To enhance the “University Golf Experience” by continuously improving amenities and services to achieve the
highest value for our members and guests.
We will strive to make our golf and dining facilities comparable to the finest in our area, while ensuring all of our
facilities are inviting, functional and well maintained.
We will offer a variety of enjoyable dining options while maintaining the highest level of service throughout the
Club where each of our members, families, and guests are treated as preferred customers.
The long-term success of our Club will be further assured through our dedication to financial stability and fiscal
responsibility, securely establishing The University of Hard Knox Golf Club as one of the preeminent University
Golf Clubs in America.
OUR MISSION
By consistently delivering superior course conditions and phenomenal customer service, The University of Hard
Knox Golf Club provides our members and guests the premier “University Golf Experience” in the country.
OUR CORE VALUES
The “four pillars”, or reasons for why our members and guests choose The University of Hard Knox Golf Club:
• Service. Setting us apart is exemplary service levels combined with a personal connection to our
members and guests.
• Amenities. Two highly acclaimed golf courses, an exquisite dining experience, family-friendly
facilities, and entertaining social events are the reason our members and guests chose Hard
Knox.
• Conditioning. Superior course conditions combined with a perfectly manicured landscape that
serves as the focal point for The University of Hard Knox.
• Value. The very best in golf, merchandise, food and beverage, and instruction.

9. 9
MARKETING ANALYSIS
Local Market:
Supply
Competitive Aspect of Local Market
10 Min Drive 20 Min Drive 30 Min Drive Illinois US
Private/Public
Supply
0/100% 29/71% 26/74% 26/74% 28/72%
Premium/Value
Golf
25/75% 50/50% 23/77% 17/83% 25/75%
Premium > $71
for Greens
fee/Cart
1 4 7 29 1,065
Value = $40-
$70 for Greens
fee/Cart
3 4 23 145 3,197
Price = < than
$40 for Greens
fee/Cart
4 9 15 326 7,359
Demand
Age, Income, Ethnicity
10 Min Drive 20 Min Drive 30 Min Drive Illinois US
Golfers 30,024 113,217 240,266 1,367,206 26,322,000
Participation Rate 20% 24% 20% 14% 11%
Rounds Potential
by age
100 103 100 98 100
Rounds Potential
by Income
161 164 147 111 100
Rounds Potential
by Ethnicity
99 105 101 95 100
Number of Golfers
Per 18 Holes
5,004 4,818 3,814 2,249 1,737
Public Golf
Intensity Index vs
US
177 252 190 110 100
Public Golf
Intensity Index vs
Illinois
161 230 173 100 100

10. 10
Local Industry:
Out of the 23 golf courses in the local area that were surveyed the Earth and Wind Courses are number
one and four respectively and the most frequently played courses. However when it comes to course
recommendations we fall 8th
and last in regards to our competition and third and fourteenth when it
comes to favorability among golfers. The average price for 18 holes for the 39 courses within 30 minutes
of the University is $35.92 and the average weekend price is $44.60. The Wind Course falls right on the
average price and the earth course has the second highest green fees in the area.
Customer Make Up and Needs: Out of everyone that has been surveyed.
• 90.1% are male 9.9% are female
• 67.7% are 35-59 25% 60 and over 6.1% are 18-34
• 57.4% have a household income 100,000 – 249,999
• 17.5% have a household income 75,000 – 99,999
• 46.3% play 19-40 rounds per year
• 27% are over 40 rounds
• 21% are 8-9 rounds
• 75.8% say that time is the number one reason why they don’t play more often.
• 26.7% say that money is the number one reason.
• 20.6% say that tee time availability.
• 90.0% say that course condition is the most important factor in choosing a course.
• 85.0% say that pace of play is the most important factor.
• 81.0% say that price is the most important factor.
• 58.0% say that a good value for 18 holes is 40-54 dollars.
• 76.5% say they make tee time reservations via internet.
“Core” Customer:
Our core customer is 34-59 with a household income of 100,000 to 249,999. We will be offering
a membership program where we offer different levels of memberships.
• Knox Club Membership $419 Senior $399 Junior $349 Corporate $749
• University Club Membership $299 Student $219 Faculty $249
(Must be affiliated with the University)
“Occasional” Customer:
To retain new customers we are going to institute a loyalty program. We will utilize our Jonas
Golf Management system to track rounds: For every 5 rounds played, our customers will receive
a complimentary lunch, for every 10 rounds played, they will receive a free dinner, and for every
20 rounds played they will receive a complimentary round of golf.
Advertising and Promotions:
Our marketing and promotions department main focus will be on course and clubhouse
renovations, the upcoming Big 10 college championship and the grand re-opening bonanza.
The first step in advertising our newly renovated course will be to start a Facebook page and an
Instagram account. The staff will encourage golfers to follow us on Facebook and Instagram
@hkgolf #hardknoxgolf. All pictures and posts will be evaluated and uploaded to our Facebook
and Instagram accounts by our marketing staff.

11. 11
SITUATIONAL REVIEW
SWOT ANALYSIS 2014
Strengths (Internal)
• 36 Hole Golf Facility (Earth & Wind Courses)
• E.B.I.D.T.A exceeds other University courses
• University of Hard Knox recently won NCAA Golf Championship
• Playing host to the NCAA Big 10 Conference Golf Championship in 2015
• Price (Competitive price point)
Weaknesses (Internal)
• Course’s maintenance is substandard (expensive to maintain)
• Clubhouse is faltering and approaching legal condemnation
• University policies hamper golf course management
• Lack of golf instruction (almost all PGA members and instructors are precluded from teaching)
• According to Customer Surveys, course conditioning, and quality of greens are challenged
• Rounds have fallen 12% in the past five years
• Value received by the customer is perceived to have eroded by 22%
• Family Memberships (Lack of family and kids opportunities)
• Older Membership Base (Need to expand membership base)
Opportunities (External)
• Investing in golf course maintenance & clubhouse renovation (course, landscaping, paving,
lighting)
• Improving “Business of Golf” & “Game of Golf” management focus
• Corporate Memberships (Grow membership base, reach out to corporations)
• Family Memberships & activities (Grow the game, starts with families and their children)
• Younger Memberships (Reach out and market to a younger customer base)
• Group Golf Outings (Market to large groups and outside guests)
• The Earth Golf Course is a “diamond in the rough” waiting to be polished
• The Wind Golf Course is short, and may be most successfully marketed to beginning golfers,
families, couples, juniors, and seniors
• Construction of a predictive financial planning template, will allow University to effectively
monitor the cost of doing business
• Merchandise, F&B, and Instruction revenue
• Marketing/Advertising/Promotion
Threats (External)
• Well-defined priorities for the University’s finite resources
• Capital required for improvements is not readily obtainable
• Alcohol is prohibited at the golf course by University policy (hampers F&B opportunities)
• Practice facility & first tee not convenient for golfers
• Parking circulation is confusing, clubhouse difficult to find
• Under Cutters (Focus on delivering a great “experience”)
• Difficult economic climate (local market, demand vs. supply)
• Weather (limited playable days, labor scheduling, course maintenance practices)
• Competitor value (pricing, conditioning, amenities, etc.)

12. 12
GOALS
Operational Goals:
Short-term (3 Months):
• Begin destruction of the existing clubhouse – contract new clubhouse plans (accept bid)
• Contract out a trailer for our temporary golf shop
• Contract out a “food truck” offering a variety of food and beverage options for year 1
• Begin Earth Course drainage and irrigation renovations
• Our maintenance staff will begin rebuilding and leveling out tees on the front nine
• Implement advertising and marketing plan: New pricing and membership structure,
lessons/clinics, food and beverage services
• Upgrade the golf course infrastructure
• Improve overall playability and golf course conditions and playing surfaces on both courses
• Continue to offer and expand exemplary customer service
Mid-term (6-12 months):
• Our maintenance staff will begin to rebuild existing bunkers, and add additional bunkering to
the Earth Course
• Our maintenance staff will continue the irrigation and drainage renovation
• Our maintenance staff will continue rebuilding and leveling tees on the back nine
• Apply for a liquor license (to serve food at the bar, and beverages both inside and outside)
• Increase corporate and local business exposure
• Offer course by-out rates for University-sponsored events (75-100% of rack rack) (144+ players)
Long-term (12 months to a year):
• Provide funding to invest in a new fleet of golf carts
• Our maintenance staff will conclude its irrigation and drainage renovations
• Our maintenance staff will conclude its tee box renovations on the Earth Course
Strategic Goals:
Short-term (3 months):
• Admit a net total of 5 new members
• Increase membership by 2%
• Increase merchandise sales by 2%
• Increase tournament sales by 5%
• Increase lesson sales by 2%
• Increase food and beverage sales by 1%
Mid-term (6-12 months):
• Admit a net total of 20 new members
• Increase merchandise sales by 4%
• Increase tournament sales by 10%
• Increase lesson sales by 4%
• Increase food and beverage sales by 2%
Long-term (12 months to a year):
• Admit a net total of 50 new members
• Increase merchandise sales by 5% per year
• Increase tournament sales by 15% per year
• Increase lesson sales by 6% per year
• Increase food and beverage sales by 3% per year
• Increase rounds by 6% per year

13. 13
OBJECTIVES AND ACTION PLAN
Marketing and Membership (Plan Produced within the next 12 months):
• Increase net membership by 50 members annually
• Produce and implement a marketing plan with the goal of strengthening and diversifying club
revenue streams from members, guests, corporate outings, weddings, food and beverage, grants
and better use of existing assets.
• Develop banquet/catering packages, tournament packages, etc.
• This is plan produced, measured by members and should be completed by October 2010
Management (Plan Produced within the next 12 months):
• Produce and implement a financial plan that sets complementary targets for club indebtedness,
liquidity and business unit profitability
• Review Club Constitution
• Produce Club By-laws and Policy & Procedures Manual to support the Constitution and Strategic
Plan
• This is plan produced, new constitution and documents drafted, options analysis produced and
should be completed by January of 2011
• Budget and maintain salaries/wages, capital expenditures, etc.
The Golf Course (Measured by milestones within the next 12 months):
• Implement and manage the machinery upgrade and replacement plan for the maintenance
facility
• Implement Course Development/Renovation Plan for the Earth Course
• Complete Earth Course renovations including irrigation, drainage, bunkers, tee boxes, and green
complexes
• Investigate options for maintenance facility renovations within the next 3 years
• This objective is measured by milestones and should be completed by January of 2011
Food & Beverage (Measured by revenue increase & increased performance within 12 months):
• Contract a “food truck” while clubhouse undergoes refurbishment in year 1
• Apply for a liquor license (through the state of Illinois)
• Maintain proper staffing for excellent service levels, and superior food & beverage quality
• Provide both a “fast food” and “casual/fine dining” experience, with quick service menu items as
well as casual/fine dining menu items to provide a full-circle dining experience
• Restaurant will be located inside of the clubhouse (approx. 8,000 sq. ft.)
Other Amenities (Plan Produced, Financial Reporting within the next 12 months):
• Produce clubhouse maintenance and refurbishment plan
• Produce clubhouse long-term development plan (approx. 20,000 sq. ft.)
• Clubhouse renovations will include a 7,000 sq. ft. banquet hall for catering and events
• Practice Facility renovations include: Enlarging and leveling tee, restructure netting
• Investigate options for maximizing club returns from food and beverage operations, including
the need for facilities investment
• This is plan produced and should be revisited when financial position is improved, there was a
report completed, and this should take place in 2011

14. 14
Golf Shop (Measured by revenue increase & increased performance within 12 months):
• The golf shop will be located inside of our beautiful regal 20,000 sq. ft. clubhouse (approx. 5,000
sq. ft. of merchandise space)
• Increase daily green fee takings for the Earth Course by 25% annually after year 1 renovations
• Develop an open-to-buy merchandise account to bring in new products from a variety of
vendors:
o “Core” vendors include: Nike, Puma, Adidas, Ashworth, Footjoy, Callaway, Titleist,
Taylormade
o Implement “Keystone” markup strategy, while achieving 60% COS
o Soft goods will include: hats, footwear, eyewear, apparel, accessories (retail $3-$200)
o Hard goods will include: gloves, bags, clubs (retail $15-$700)
• Develop and promote individual golf lessons, packages, clinics, etc.
o Individual (30 minute): $60
o Junior (30 minute): $40
o Group (4-8 players)(60 minutes): $45 per player
o Family: $45 per adult, $25 per junior
o Clinics:
§ Juniors (2 day): $200 w/ lunch included both days
§ Corporate (2 day): $300 w/ lunch/dinner & drinks included both days
o On-Course: $140 (60 minutes)
• Utilize Jonas Golf Management Software to build customer database and implement “Loyalty”
programs, rewarding loyal customers with F&B, Merchandise discounts, etc.
• Upgrade golf management software, purchase Jonas Golf Management System including
programs such as Club management, Food & Beverage, Pro Shop, Accounting, Reporting
Systems, and Payroll Solutions
• Upgrade service delivery with the aim of gaining and retaining members based on member and
guest survey feedback
• This objective is measured by increase in sales and revenue, as well as improved performance,
and should be completed by December of 2011
Action Plan Goals:
• Accomplish short, mid, and long-term operational goals
• Accomplish short, mid, and long-term strategic goals
• Complete operational and strategic objectives in a timely manor
• Accomplish short, mid, and long-term budgets
• Short, mid, and long-term organizations, personnel, managerial, etc. decisions and actions
• Stick to the Club’s vision and mission statements
• Implement advertising and marketing plan, fulfilling goals and objectives
• Research market and demographics, and identify potential markets/consumers/customers
Key Challenges:
• Current Momentum
• People Requirements
• Facility Requirements
• Community Requirements
• Infrastructure Requirements
• Financial Requirements
• Internal Weaknesses
• External Threats

15. 15
RATES & MEMBERSHIP
* Renovation rates are for the Earth Course only effective April 1, 2010 to October 31, 2010.
This rate includes our “Chip Shot” lunch (Deli sandwich, chips, and a drink).
* Family rates are only available for the Wind Course. This is a group rate that includes “one” family, valid after
2pm everyday.
The Knox Club
Knox Club Membership $419 Senior $399 Junior $349 Corporate $749
University Club Membership $299 Student $219 Faculty $249
(Must be affiliated with the University)
The Knox Club is the best way to get the most out of your golf experience. With extra savings
with every round you play. The more you play, the more you save! Here are some of the benefits
you will receive:
• Rates
Mon. - Fri Earth $40 Wind $20
Sat. - Sun & Holidays Earth $45 Wind $25
• Complimentary Rounds
For every 7rounds played, you receive one complimentary foursome!
• Complimentary Gifts
The University of Hard Knox Golf Club exclusive “members only” polo and “customized”
bag tag
• Senior Discount starts at age 55+
• Twilight 1 hour earlier than non-members
• Range Pass Unlimited access to the driving range and practice facility
• Lessons 10% off instruction from our PGA staff
• Golf Shop Discounts 10% off purchases, excluding sale items
• Food & Beverage Discounts 20% off purchases, excluding alcoholic beverages
• GHIN Handicap membership access
• Club Card Personalized membership identification card
Rack Online Sunrise
(6am-7am)
Junior
(14 & under)
Senior
(55 & up)
Family
(After 2pm)
Military University
(Must show ID)
Member Twilight
(After 3pm)
Earth Course
Weekday
(Mon. – Fri.)
$75 $70 $65 $65 $65 N/A $70 $60 $40 $50
Weekend
(Sat. –Sun & Holidays)
$80 $75 $70 $70 $70 N/A $75 $65 $45 $55
Renovation Rates
(Earth Course only)
$50/55 $45/50 $40/45 $40/45 $40/45 N/A $45/50 $40/45 $30/35 $35-40
Wind Course
Weekday
(Mon. – Fri.)
$40 $35 $30 $30 $30 $50 $35 $25 $20 $25
Weekend
(Sat. –Sun & Holidays)
$45 $40 $35 $35 $35 $55 $40 $30 $25 $30
9-Hole Rates
(Wind Course only)
$20/25 N/A N/A $15/20 $15/20 $25/30 $20/25 $15/20 $10/15 N/A

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STRATEGY STATEMENT
The object of effective strategy is to capitalize on a club’s strengths in a way that helps it
develop sustainable advantages in its marketplace.
Our Club focuses on the enhancing differentiation strategy, this means we concentrate on becoming
more appealing in one particular area. We believe that our “4 Pillar” philosophy will engage new
members in joining our club with the idea that they’re a part of an unmatched facility.
STRATEGIC BUDGET

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SALARIES & WAGES BUDGET

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